CHALLENGES OF IMPLEMENTING OCCUPATIONAL HEALTH
AND SAFETY STRATEGIES AT EAST AFRICA PORTLAND
CEMENT COMPANY LIMITED, KENYA
BY
JANE NYAMBURA KAGUATHI
A RESEARCH PROJECT SUBMITTED IN PARTIAL
FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF
DEGREE OF MASTER OF BUSINESS ADMINISTRATION,
SCHOOL OF BUSINESS, UNIVERSITY OF NAIROBI
NOVEMBER, 2013
ii
DECLARATION
I hereby declare that this research project is my original work and has not been presented
in any other university for an award.
Signature: …………………………………... Date: ………………………
REG NO: D61/8273/2006
This research project has been submitted for examination with my approval as the
university supervisor.
Signature: …………………………………... Date: ………………………
Professor Martin Ogutu, PhD;
Associate Professor
Department of Business Administration
School of Business
University of Nairobi
iii
ACKNOWLEDGEMENTS
I wish to express my sincere gratitude, first and foremost to the Almighty God for the gift
of life and good health. Secondly, to the department and especially my Supervisor Prof.
Martin Ogutu for his invaluable guidance, support and encouragement during the
research period.
Special thanks to my darling husband Tonnie Kaguathi for his immense love,
encouragement and support both moral and financial; without which I would not have
completed my study. I will be forever grateful to him and to our children Calvin, Shiru
and Naserian Kaguathi for their encouragement and bearing with me during the entire
study period.
To my parents, Mrs. Hannah Gathoni Kamau, dad and mum, Mr. and Mrs. J.C. Kaguathi
for their persistent encouragement and prayers. To my entire family and friends, may our
good Lord bless you abundantly.
Finally, I would like to thank the East Africa Portland Cement Company Limited
directors, management and staff who gave me the support and time off to successfully
complete my research work.
iv
DEDICATION
The research paper is dedicated to my late father, Royston Kamau Ngechu and my
immediate family, Tonnie and our children, Calvin, Shiru and Naserian Kaguathi.
v
TABLE OF CONTENTS
Declaration...................................................................................................................... ii
Acknowledgements ....................................................................................................... iii
Dedication ...................................................................................................................... iv
List of Acronyms and Abbreviations ......................................................................... vii
Abstract ........................................................................................................................ viii
CHAPTER ONE: INTRODUCTION ...........................................................................1
1.1 Background of the Study ............................................................................................1
1.1.1 Strategy Implementation ..................................................................................2
1.1.2 Challenges of Strategy Implementation ...........................................................3
1.1.3 Occupational Health and Safety Strategies ......................................................5
1.1.4 Cement Industry in Kenya ................................................................................6
1.1.5 East African Portland Cement Company Limited, Kenya ...............................7
1.2 Research Problem .......................................................................................................8
1.3 Research Objectives ..................................................................................................11
1.4 Value of the Study ....................................................................................................11
CHAPTER TWO: LITERATURE REVIEW ............................................................12
2.1 Introduction ...............................................................................................................12
2.2 Theoretical Foundation .............................................................................................12
2.3 Factors Contributing to Strategy Implementation....................................................16
2.4 Strategy and Challenges of Implementation in Organizations .................................18
2.5 Empirical Review......................................................................................................19
CHAPTER THREE: RESEARCH METHODOLOGY ...........................................23
3.1 Introduction ...............................................................................................................23
3.2 Research Design........................................................................................................23
3.3 Data Collection .........................................................................................................23
3.4 Data Analysis ............................................................................................................24
vi
CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION ..............25
4.1 Introduction ...............................................................................................................25
4.2 Success of the Occupational Health and Safety Strategy .........................................25
4.3 Challenges Faced by EAPCC while Implementing the Occupational Health and
Safety Strategy ...............................................................................................................26
4.3.1 Resources Challenges ......................................................................................26
4.3.2 Organization Culture ........................................................................................27
4.3.3 Company Structure ..........................................................................................28
4.3.4 Resistance in the Company ..............................................................................29
4.3.5 Other Factors Affecting the Successful Implementation of the Strategy ........29
4.4. Discussion of Results ...............................................................................................30
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION ..32
5.1 Introduction ...............................................................................................................32
5.2 Summary ...................................................................................................................32
5.3 Conclusion ................................................................................................................34
5.4 Recommendations .....................................................................................................35
5.5 Limitations of the Study............................................................................................36
5.6 Suggestion for Future Research ................................................................................36
REFERENCES ..............................................................................................................37
APPENDICES ...............................................................................................................41
APPENDIX I: Letter of Introduction ........................................................................41
APPENDIX II: Interview Guide ...............................................................................42
APPENDIX III: List of Firms In The Cement Industry ...........................................44
vii
LIST OF ACRONYMS AND ABBREVIATIONS
CEO Chief Executive Officer
EAPCC East African Portland Cement Company
GDP Gross Domestic Product
ISO International Organization for Standardization
KG Kilograms
KNBS Kenya National Bureau of Statistics
KSHs Kenya Shillings
MT Metric Tonnes
OHSAS Occupational Health and Safety Assessment Series
OSHA Occupational Safety and Health Act
PCC Per Capita Consumption
RBV Resource-Based Theory or View
RDT Resource dependence theory
WHO World Health Organization
viii
ABSTRACT
The right to safe and healthy working conditions has dramatically gained a lot of interest
at the global, regional and national levels. Countries around the world have recognized
the universality, inalienability, interdependency and indivisibility of the human right to
safe and healthy working conditions. The study was to determine the challenges of
implementing occupational health and safety strategies at East African Portland Cement
Company Limited, Kenya. The study was a case study of East African Portland Cement
Company, in Athi River. The case study method gave in-depth information on the
challenges of implementing occupational health and safety strategy in the company. The
study collected data from the Board and management staff of EAPCC. The study used
both the primary and secondary data whereby primary data was collected through an
interview guide while the secondary data was collected from journals and the company’s
reports and publications. The study specifically targeted the directors and heads of
departments. Data collected was analyzed through content analysis. Data analysis was
done qualitatively and presented in prose. The study established that the success of the
Occupational Health and Safety strategy in EAPCC was good. The company had
successfully implemented an occupational health and safety strategy (OHSAS
18001:2007) and adhered to OSHA 2007. The study found out that there were no
resources challenges in the implementation of the strategy. However, it was established
that both the management and the general staff initially were reluctant to change but
management had started to embrace it. Organization structure was also found to affect the
implementation of the strategy; the positioning of safety in the company’s structure
created a gap in the company. Factors such as lack of timely correction of causes of
incidences; repeat observations for issues of safety risk importance; lack of effectiveness
in monitoring the quality of strategy execution and lack of effective supervision were also
found to affect the strategy implementation. The study concludes that organization
culture, structure, and resistance were the major factors affecting the successful
implementation of occupational health and safety strategies at East African Portland
Cement Company Limited. The study recommends that the company should emphasize
more on safety and health awareness through sensitization programmes to enhance good
safety culture. Commitment of all the employees can be ensured through clear
communication of the strategy and the management commitment and support. Further,
the company should restructure the safety department to ensure proper and strict
supervision and adherance to the set policies on health and safety. Finally, the
management should adopt visible felt leadership style to lead by example and show their
commitment to the success of the strategy.
1
CHAPTER ONE: INTRODUCTION
1.1 Background of the Study
Strategy implementation is a vital component of strategic management process.
Implementation involves putting into action the logically developed strategies. It is a
summation of activities in which people use various resources to accomplish the
objectives of the strategy (Higgins and Vincze, 1996). In recent years, organizations have
sought to create greater organizational flexibility in responding to environmental
turbulence by moving away from hierarchical structures to more modular forms (Balogun
and Johnson, 2004). Given an intensifying competitive environment, it is regularly
asserted that the critical determinant in the success and, doubtlessly, the survival of the
firm is the successful implementation of strategies (Chebat, 1999).
According to the resource based theory developed Wenefeldt, (1984) resources of a firm
play a big role in the strategic implementation process; resources play a great role in
determining the company’s capability to implement strategies (Pearce & Robinson,
2007). McKinsey 7S model also established seven variables which include structure,
strategy, systems, skills, style, staff and shared values; according to McKinsey if these
factors are altered, they can have a great impact on the structure, strategies and the
systems of the organization (McKinsey, 1982). Resource dependence theory (RDT)
maintains that organizations are resource-insufficient; they strive to acquire and sustain
resources from their external environment. Resources are controlled by external factors
which exert demands on the organization (Pfeffer and Salancik 1978).
2
Occupational health and the well-being of working people are crucial prerequisites for
productivity and are of utmost importance for overall socioeconomic and sustainable
development (WHO, 2005). In Kenya, occupational health and safety is both a voluntary
mechanism through occupational health and safety assessment series and an enforced
mechanism through occupational Safety and Health Act No.15 of 2007 (Labour laws,
2007). In this regard, companies in all sectors are seeking to achieve their best in
implementing the occupational Safety and Health to conform to these demands.
1.1.1 Strategy Implementation
Strategy implementation is the process of allocating resources to support the chosen
strategies. This process includes the various management activities that are necessary to
put strategy in motion, institute strategic controls that monitor progress, and ultimately
achieve organizational goals (Barnat, 2005). Barnat (2005) further argues that
implementation of an organization’s strategy involves the application of the management
process to obtain the desired results. Particularly, strategy implementation includes
designing the organization's structure, allocating resources, developing information and
decision-making processes, and managing human resources, including such areas as the
reward system, approaches to leadership, and staffing. Barnat (2005) therefore concludes
that, the implementation activities are in fact related closely to one another and decisions
about each are usually made simultaneously.
3
As Higgins (1985) points out almost all the management functions (planning, controlling,
organizing, motivating, leading, directing, integrating, communicating, and innovation)
are in some degree applied in the implementation process. Pearce and Robinson (1996)
argue that for effective and direct control of an organization's resources, mechanisms
such as organizational structure, information systems, leadership styles, assignment of
key managers, budgeting, rewards, and control systems are essential strategy
implementation ingredients. Implementation of strategies is concerned with putting
strategy into practice. It is described by Giles (1991) as the execution of tactics both
internally and externally so that the organization moves in the desired strategic direction.
Pearce & Robinson (2007) argue that to ensure success of the strategy implementation,
the strategy must be translated into carefully implemented action; this is because the firm
strategy is implemented in a changing environment and therefore the need for strategic
control during the implementation. They further argue that: effective organizational
leadership and continual referring of issues and behaviour best suited to the
organization’s mission are two central ingredients in enabling successful execution of a
firm’s strategies and objectives.
1.1.2 Challenges of Strategy Implementation
Implementing strategy has always been a challenge for organizations across the industry.
Ability to implement strategy is the deciding factor between success and failure of a
company’s strategy.
4
Implementation manifests the strategic intent of a company through various tactical and
competitive actions to achieve the desired results, which otherwise may remain as distant
dreams. Apart from intertwining strategy planning and implementation through
incorporating execution into planning and evolving strategy through rigorous follow up
and corrections, there are other factors that may bridge the gap between great strategies
and effective execution. Strategic planning may be the prerogative of upper levels of
management, but implementation percolates down to front level managers responsible to
carryout operations efficiently, influencing the experience of customers, or carrying out
improvements which are important in the long run (Godiwalla et al. 1997).
According to David (2003) strategies which are implemented within an organization
should support the culture associated with the firm. The proposed strategy should
preserve, emphasize, and enhance the culture, in accordance with the culture supporting
the proposed strategy (David 2003). Conflict management also plays an integral role
within the implementation process. According to David (2003); the human element of
strategic implementation plays a key role in successful implementation and involves both
managers and employees of the organization. Both parties should directly participate in
implementation decisions and communication that plays a key role in ensuring that this
occurs (David 2003).
5
A successfully implemented strategy will yield the following benefits to an organization:
proper utilization of resources with financial and human and thus enhance organizational
growth, development of efficient systems that will enhance coordination that would
guarantee achievement of organizations goal and set targets, increased organizational
impact due to improved organizational performance and sustain its competitiveness
(Pride and Ferrell, 2003).
1.1.3 Occupational Health and Safety Strategies
Successful implementation of occupational health and safety policies comes with a lot of
benefits which include; reduction of litigation, reduction of accidents and illness in the
organization which improves the companies’ productivity and hence better performance;
as well as improved image of the company.
All occupational health and safety programs are therefore geared towards fostering a safe
working environment (http://www.ilo.org/ilolex/cgi-lex/convde.pl?R171). As such this
area has dramatically developed a lot of interest in Kenya following the enactment of the
new Constitution of Kenya and the Occupational Health and Safety Act No. 154 which
came into force on 26th October 2007, and saw many workplaces which had hitherto
operated without institutional and individual capacity for health and safety management
having to develop the requisite mechanisms in order to improve the safety of the working
environment and escape liabilities.
6
The corpus of law in Kenya dealing with occupational safety and health is contained in
the international legal instruments which emphasize that everyone is entitled to the right
to safe and healthy working conditions, the Constitution of Kenya, the Occupational
Safety and Health Act No.15 of 2007, and the various labour laws now in force (The
Constitution of Kenya, 2010, Labour laws 2007).
The Occupational health and safety is a cross-cutting disciplinary area concerned with
protecting the safety, health and welfare of people engaged in work or employment.
Occupational health and safety is majorly guided by two bodies; one is occupational
health and safety assessment series (OHSAS 18001:2007) which is a voluntary
mechanism and the Occupational Safety and Health Act No.15 of 2007 which is an
enforced mechanism.
1.1.4 Cement Industry in Kenya
Kenya’s building and construction sector is amongst the most rapidly growing,
experiencing an average growth rate of 14.2% for the period 2006 – 2011. Cement
consumption in particular is highly correlated to a country’s economic performance,
cement consumption experienced superior growth that was more than twice the rate of
GDP growth during the period. Growing in tandem with the construction sector, cement
consumption increased at an average rate of 14.1% for the period 2006 – 2011, with
consumption reaching 3.43 million tonnes (mT) in 2011, up from 1.57mT in 2006 (Dyer
& Blair Report, 2012).
7
The key drivers of this growth in consumption included rising demand for housing
(which triggered an upsurge in private sector funded housing developments), the
commercial construction boom fuelled by increased foreign investment, and extensive
government and donor-funded spending on the country’s mega infrastructure projects. As
a result, per capita consumption (PCC) of cement increased at an average rate of 10.7%
for the period to 83.9 kilograms (Kg) in 2011 from 50.0Kg in 2006 despite relative
stagnation in annual population growth. Cement production expanded at an average rate
of 11.6% for the period 2006 – 2011 to 4.09mT in 2011 from 2.41mT in 2006. This rise
in production was driven by the entry of new cement producers and extensive capacity
expansion by existing players in response to increasing competition (KNBS Economic
Survey, 2009 and 2012). The companies in the cement industry in Kenya include: East
Africa Portland Cement, Bamburi Cement, Mombasa Cement, Athi-River Mining, Simba
cement and Savannah Cement which is the latest entrant in the cement industry in the
country.
1.1.5 East African Portland Cement Company Limited, Kenya
Since 1933 the East African Portland Cement Company (EAPCC) has been Kenya's
leading cement manufacturer producing world class cement. By providing the 'lifeblood'
of the construction industry since the nation’s inception, cement, we have helped build
Kenya from the ground up in areas such as housing, education, health, tourism, transport
and communication.
8
The company has also been committed to better and brighter lives for communities in the
areas they operate in, and the nation at large, It is in this regard that the company is an
ISO 9001: 2008 Certified company, a mark of professionalism and high standards in
operations. EAPCC is also OHSAS 18001:2007 certified (Occupational Health and
Safety Assessment Series), a mark of world class standards of safety at the workplace.
East African Portland Cement Company has been committed to Occupational Health and
Safety among its workers and in this regard, there is a written safety and health policy for
the organization. The policy was launched on 18th February 2011. The company’s
commitment has seen the formation of the safety and health committee, to ensure the
success of this strategy, they comprise of 16 members from management and 8 worker
representatives. There is also a health clinic, first aid boxes and an ambulance that serves
the workers, these provisions are properly maintained and adequately stocked.
Occupational Health and Safety covers safety issue such as machinery safety, chemical
safety, plant safety, electrical safety. However, a statutory occupational safety and health
audit report conducted in 2012 shows that there are challenges with the implementation
of this strategy.
1.2 Research Problem
The workplace is a hazardous environment. Occupational health and safety hazards are
common in many economic sectors and affect large numbers of workers. Approximately
30-50% of workers report hazardous physical, chemical or biological exposures or
overload of unreasonably heavy physical work or ergonomic factors that may be
9
hazardous to health and to working capacity; an equal number of working people report
psychological overload at work resulting in stress symptoms. Many individuals spend
one-third of their adult life in such hazardous work environments (WHO, 2005).
Although safety management has developed considerably during the last decades,
occupational accidents still contribute to work-related health problems worldwide and
Kenya it’s no exception. Therefore any company that seeks to implement such a strategy
in the organization must ensure its success. Strategy implementation or strategy execution
task is easily the most complicated and time consuming part of strategic management
(Schaap, 2006).
East African Portland Cement Company has been committed to Occupational Health and
Safety among its workers and many steps have been formulated to ensure its success.
However, a statutory occupational safety and health audit report conducted in 2012
shows that there are challenges with the implementation of this strategy. Some of the
issues raised were that safety awareness was average at the factory and the depot staffs
however are not aware; there were no disposal procedures for expired chemicals; fire
extinguishers were obstructed by pallets, height of cement stacks was higher than the
standard requirement, among other many issues. There is need to overcome the
challenges of the implementation of occupational health and safety strategies in order to
achieve its objectives. Its enactment was laudable as it was seen as a big step towards
curbing occupational related diseases, injuries and harm, both to the workers and to the
natural environment.
10
Hence there is need to conduct a study to establish the challenges that are affecting the
successful implementation of occupational health and safety strategies in the company.
A review of the international studies done shows that a number of studies on strategy
implementation have been done; for instance, Beer and Eisenstat (2000) conducted a
study on the silent killers of strategy implementation and learning. Baulcomb, (2003) did
a study on management of strategy through force field analysis while Peng and Litteljohn
(2001) conducted a study on organizational communication and strategy implementation.
Locally, Kiptugen (2003) did a study to determine the strategic responses of Kenya
Commercial Bank to a changing competitive environment. Muturi (2005) on the other
hand did a study to determine the strategic responses of Christian churches in Kenya to
changes in the external environment. Ochieng (2009) conducted a study to identify the
strategic planning problems faced by commercial banks in Kenya and to determine the
coping strategies adopted by commercial banks in Kenya for the strategic planning
problems. Majorly, all the studies have concentrated on strategies in creating a
competitive edge.
No known study has been done on the challenges of the implementation occupational
health and safety strategies. This study therefore seeks to investigate; what are the
challenges to implementation of occupational health and safety strategies at East Africa
Portland Cement Company Limited?
11
1.3 Research Objectives
The objective of this study was to determine the challenges of implementing occupational
health and safety strategies at East Africa Portland Cement Company Limited.
1.4 Value of the Study
The study was of great importance to the management of East Africa Portland Cement
Company Limited. It would help them understand the challenges of strategy
implementation and how to overcome them and how they can achieve success better even
on future strategies to be implemented by the company.
The research findings offered a better understanding of promoting strategic thinking
among the managers of other companies in different sectors as well as the policy makers
when addressing understanding of strategic management implementation in an
increasingly competitive environment.
The study was a source of reference material for future researchers on other related
topics; it would also help other academicians who undertake the same topic in their
studies. The study also highlighted other important relationships that require further
research; in the areas of successful strategy implementation.
12
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
This chapter is concerned with the review of pertinent literature. It covers both theoretical
and empirical literature. Theoretical literature focuses on the strategy implementation
challenges and the capacity to adapt to the rapid changes in the environment on time. On
the other hand, empirical literature lays emphasis on findings of empirical studies on the
performance of entities.
2.2 Theoretical Foundation
The theoretical review discusses the theories that are attributed by other researchers,
authors and scholars and are relevant to strategy implementation. The study specifically
discusses the resource based view theory, the resource dependency theory and
McKinsey’s 7S Model.
2.2.1. Resource-Based Theory or View (RBV)
This theory was developed by Birge Wenefeldt in 1984. It is a method of analyzing and
identifying a firm’s strategic advantages based on examining its distinct combination of
assets, skills, capabilities and intangibles as an organization. The RBV’s underlying
premise is that a firms differ in fundamental ways because each firm posses a “unique”
bundle of resources-tangible and intangible assets and organizational capabilities to make
use of those assets.
13
Each firm develops competencies from these resources, and when developed especially
well, these become the source of the firm’s competitive advantage (Pearce & Robinson,
2007).
In the context of this theory, it is evident that the resources that a firm has will play a big
role in the strategic implementation process. This is because no matter how good the
strategies are, without the necessary resources to enable the implementation, they remain
in the planning phase. Therefore, based on the above literature, the successful
implementation of the occupational health and safety strategy by the EAPCC is highly
dependent on the resources available. Resources may include both the physical and the
human capital. Adequate resources would give the company the capability to successfully
implement its strategies.
2.2.2 Resource Dependency Theory
Resource dependence theory (RDT) is the study of how the external resources of
organizations affect the behavior of the organization. The procurement of external
resources is an important tenet of both the strategic and tactical management of any
company. Nevertheless, a theory of the consequences of this importance was not
formalized until the 1970s, with the publication of “The External Control of
Organizations: A Resource Dependence Perspective” (Pfeffer and Salancik 1978).
14
RDT rest on some assumptions: Organizations are assumed to be comprised of internal
and external coalitions which emerge from social exchanges that are formed to influence
and control behavior; the environment is assumed to contain scarce and valued resources
essential to organizational survival.
As such, the environment poses the problem of organizations facing uncertainty in
resource acquisition; organizations are assumed to work toward two related objectives:
acquiring control over resources that minimize their dependence on other organizations
and control over resources that maximize the dependence of other organizations on
themselves. Attaining either objective is thought to affect the exchange between
organizations, thereby affecting an organization’s power. Acquiring the external
resources needed by an organization comes by decreasing the organization’s dependence
on others and/or by increasing other’s dependency on it, that is, modifying an
organization’s power with other organizations.
The successful implementation of the occupational health and safety strategy is also
dependent on how the companies acquires and maximizes the external resources. The
company should acquire those resources that are going to guarantee the success of the
strategy. It may include; the services.
2.2.3 McKinsey 7S Model
McKinsey’s 7S Model was created by the consulting company McKinsey and Company
in the early 1980s. Since then it has been widely used by practitioners and academics
alike in analyzing hundreds of organizations.
15
The McKinsey 7S Framework was created as a recognizable and easily remembered
model in business. The seven variables, which the author terms as "levers", all begin with
the letter "S": these seven variables include structure, strategy, systems, skills, style, staff
and shared values. Structure is defined as the skeleton of the organization or the
organizational chart.
The seven components described above are normally categorized as soft and hard
components. The hard components are the strategy, structure and systems which are
normally feasible and easy to identify in an organization as they are normally well
documented and seen in the form of tangible objects or reports such as strategy
statements, corporate plans, organizational charts and other documents. The remaining
four Ss, however, are more difficult to comprehend. The capabilities, values and elements
of corporate culture, for example, are continuously developing and are altered by the
people at work in the organization. It is also noted that the softer components of the
model are difficult to change and are the most challenging elements of any change-
management strategy. Changing the culture and overcoming the staff resistance to
changes, especially the one that alters the power structure in the organization and the
inherent values of the organization, is generally difficult to manage. However, if these
factors are altered, they can have a great impact on the structure, strategies and the
systems of the organization (McKinsey, 1982).
16
2.3 Factors Contributing to Strategy Implementation
The fatal problem with strategy implementation is the de facto success rate of intended
strategies. In research studies it is as low at 10 percent (Judson, 1991). To resolve this,
Rapa and Kauffman (2005) compiled the following checklist of critical points. The most
important thing when implementing a strategy is the top management’s commitment to
the strategic direction itself. This is undoubtedly a prerequisite for strategy
implementation. Therefore, top managers must demonstrate their willingness to give
energy and loyalty to the implementation process.
This demonstrable commitment becomes, at the same time, a positive signal for all the
affected organizational members (Rapa and Kauffman, 2005).
Strategy implementation is not a top-down-approach. Consequently, the success of any
implementation effort depends on the level of involvement of middle managers. To
generate the required acceptance for the implementation as a whole, the affected middle
managers’ knowledge (which is often underestimated) must already be accounted for in
the formulation of the strategy. Then, by making sure that these managers are a part of
the strategy process, their motivation towards the project will increase and they will see
themselves as an important part in the process (Rapa and Kauffman, 2005).
At first look, the suggestion that communication aspects should be emphasized in the
implementation process seems to be a very simple one.
17
Even though studies point out that communication is a key success factor within strategy
implementation (Miniace and Falter, 1996), communicating with employees concerning
issues related to the strategy implementation is frequently delayed until the changes have
already crystallized. In this context, it is recommended that an organization institute a
two-way-communication program that permits and solicits questions from employees.
In addition to soliciting questions and feedback, the communications should tell
employees about the new requirements, tasks and activities to be performed by the
affected employees, and, furthermore, cover the reason (“the why”) behind changed
circumstances. The way in which a change is presented to employees is of great influence
to their acceptance of it.
To deal with this critical situation, an integrated communications plan must be developed.
Such a plan is an effective vehicle for focusing the employees’ attention on the value of
the selected strategy to be implemented (Rapa and Kauffman, 2005).
One of the reasons why strategy implementation processes frequently result in difficult
and complex problems or even fail at all – is the vagueness of the assignment of
responsibilities. In addition, these responsibilities are diffused through numerous
organizational units. Cross-functional relations are representative of an implementation
effort. This is indeed a challenge, because as already mentioned before organizational
members tend to think only in their “own” department structures. This may be worsened
by over-bureaucracy and can thus end up in a disaster for the whole implementation
(Rapa and Kauffman, 2005).
18
2.4 Strategy and Challenges of Implementation in Organizations
Successful strategy implementation, it is suggested, requires sound mechanisms for
directing activity and behavior of employees towards performance, Goold (1991),
especially including effective communication systems as well as appropriate strategic and
management controls. In addition to substantially meeting Lynch and Cross (1995)
necessary conditions, the balanced scorecard appears to offer a range of additional
attributes that may also support successful strategy implementation.
Pearce and Robinson (2003) argue that, while structure provides overall framework for
strategy implementation, it is not in itself sufficient to ensure successful execution.
Within the organizational structure, individuals, groups and units are the mechanisms of
organizational action, and the effectiveness of their actions is a major determinant of
successful implementation. In this context, two basic factors encourage or discourage
effective action-leadership and culture. Two leadership issues of fundamental importance
here are the role of the Chief Executive Officer (CEO) and the assignment of key
managers. One practical consideration in making key managerial assignments when
implementing strategy is whether to emphasize current (or promotable) executives, or
bring in new personnel. This is obviously difficult, sensitive and a strategic issue.
Pearce and Robinson (2003), continue to postulate that, culture is a set of important
assumptions (often unstated) that members of an organization share in common.
19
These shared assumptions (beliefs and values) among members of an organization set a
pattern for activities, opinions and actions within that firm. The important assumptions
are sufficiently central to the life of an organization so as to have a major impact on it.
Kotter and Leonard (1979) contents that without the right leadership; employees remain
skeptical of the vision for strategy and distrustful of management. The management was
likewise being frustrated and stymied by employee resistance. One major task of the
Manager is to implement strategy which entails overcoming resistance.
2.5 Empirical Review
Reed and Buckley (1988) discussed challenges associated with strategy implementation
identifying four key areas for discussion. They acknowledge the challenge and the need
for a clear fit between strategy and structure.
They claim that the debate about which comes first is irrelevant provided there is
congruence in the context of the operating environment. Beer and Eisenstat's (2000)
assert that six silent killers of strategy implementation comprise: a top-down/laissez-faire
senior management style; unclear strategic intentions and conflicting priorities; an
ineffective senior management team; poor vertical communication; weak co-ordination
across functions, businesses or borders; and inadequate down-the-line leadership skills
development, insufficient resource allocation (Aosa,1992; Beer and Eisenstat, 2000).
Munge (2005) conducted research on challenge facing the implementation of strategies
adopted for provision of quality services in local authorities.
20
He found out that interferences from civil leaders and members of parliament is a serious
factor affecting provision of quality services and revenue collection management
(Johnson, 1998). Mwangi (2008) conducted a study on factors influencing local authority
tax compliance. He noted that under reporting and under payment is the most prevalent
form of tax non-compliance. Anassi (2004) conducted a study on corruption on local
Authorities. He found out that corruption in local Authorities has reached unprecedented
level and that it is at the local authorities that nepotism, tribalism, are manifested. He also
found out that corruption has undermined efforts to make these institutions
democratically governable and effective.
Simons and Thompson (1998) refer to three categories of factors that affected strategic
decision-making process: environmental factors; organizational factors; and decision-
specific factors. Here, environmental factors mean external agents such as national
culture, national economic conditions, and industry conditions.
Organizational factors refer to organizational structure, organizational culture, structure
of decision making board of directors, impact of upward influence, and employee
involvement. Decision-specific factors can be explained as time, risk, complexity, and
politics.
Beer et al. (1990), and Woolridge and Floyd (1990) emphasized that the strategy
implementation could be more difficult than thinking up a good strategy. Harrison and
Pelletier (1998) explained that the real value of a decision surfaced only after the
implementation of a decision.
21
In other words, it will not be enough to select a good decision and effective results will
not be attained unless the decision is adequately implemented. Hitt and Tyler (1991)
argued that it was essential that strategic level manager's demographic characteristics
should have been examined for the formulation and implementation of strategic
decisions.
Wessel (1993) stated that there were mostly individual barriers to strategy
implementation such as too many and conflicting priorities, insufficient top team
functions, a top down management style, inter-functional conflicts, poor vertical
communication, and inadequate management development. Eisenstat (1993) pointed out
that most companies trying to develop new organization capacities failed to get over
these organizational hurdles: competence, co-ordination, and commitment.
Sandelands (1994) indicated that there were difficulties to conjecture the commitment,
time, emotion, and energy needed to translate plans into action.
Lingle and Schieman (1994) stated that market, people, finance, operation, adaptability,
and environmental factors play a vital role to long-term successful strategy
implementation. Peng and Litteljohn (2001) claimed the quality of people as skills,
attitudes, capabilities, experiences and other characteristics required by a specific task or
position. McKinsey’s (1982) model describes the seven factors critical for effective
strategy execution. The 7-S model identifies the seven factors as strategy, structure,
systems, staff, skills, style/culture, and shared values.
22
Strategy is the plan of action an organization prepares in response to, or anticipation of,
changes in its external environment.
Decoene et al (2006), actively supports organizational learning and reflection, which
encourages “interactive” control through the testing of “cause and effect” relationships
(Mooraj et al., 1999). This also enables front line managers to have a “basis for selecting
among the diverse opportunities they might face” (Bartlett and Goshal, 1996, p. 39) and
resisting the distraction of other activities (Alexander, 1985; Beer and Eisenstat, 2000).
Such a process not only necessitates considerable active communication involving
everyone within an organization (Alexander, 1985; Aaltonen and Ikåvalko, 2002).
23
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction
This chapter discussed the methodology adopted by the researcher in carrying out the
study. The chapter presented the research design adopted, the instruments used in data
collection and procedures and the in data analysis and presentation.
3.2 Research Design
This was a case study of East African Portland Cement Company, in Athi River. The case
study method gave in-depth information on the challenges of the implementation of
occupational health and safety strategies.
The importance of a case study is emphasized by Kothari (1990) who acknowledged that
a case study is a powerful form of qualitative analysis that involves a careful and
complete observation of a social unit, irrespective of what type of unit is under study.
EAPCC is comprised of two major divisions: works and sales and marketing divisions
that are responsible for the production and sale of cement respectively.
3.3 Data Collection
This study collected both the primary and the secondary data. The primary data was
collected from the management staff of EAPCC through an interview guide while the
secondary data was obtained from the journals and the company’s publications and
reports.
24
The study specifically targeted the top management level i.e. the Technical Board
Chairman, the CEO, the Head of Internal Audit and Risk Management/ Safety Project
Coordinator and the Business Development Manager. The above were chosen as
respondents for this study since they were mandated to ensure success of the
implementation of the strategy in the company and hence they were more knowledgeable
on the research problem at hand hence expected to give reliable information.
3.4 Data Analysis
This section discussed the techniques that were used to analyze data. Data collected
was analyzed through content analysis. Content analysis is a flexible method and was
extremely well-suited to analyze data on this sensitive phenomenon to arrive at
analytical conclusions.
The researcher studied casual relationships and theoretical statements emerging from
the interview by comparing the responses from each of the interviewees. Data analysis
was conducted qualitatively and presented in prose.
25
CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION
4.1 Introduction
This chapter focuses on data analysis, interpretation and presentation of the data collected
in the study. The purpose of the study was to determine the challenges of implementing
occupational health and safety strategies at East Africa Portland Cement Company
Limited. The data was analyzed through content analysis. The research was conducted
through interview of the Technical Board Chairman, the Head of Internal Audit and Risk
Management/ Safety Project Coordinator and the Business Development Manager.
4.2 Success of the Occupational Health and Safety Strategy
On the success of the Occupational Health and Safety strategy in the company, the
respondents rated it as good. The respondents revealed that strategy development was
propely done and shared with the board and also driven by the OHSAS certification
program. Though at its infancy, the respondents acknowledged that there has been a
tremendous shift from resistance to implemention, to a positive acceptance at in the last
two years. The company has successfully implemented an occupational health and safety
stratety (OHSAS 18001:2007) and adhered to OSHA 2007.
A review of the audit report conducted in 2012 shows that, there has been commitment
on the part of the management and some measures have been taken to ensure the success
of Occupational Health and Safety strategy.
26
It was established that the company had assigned safety and health responsibilities to
senior managers, middle managers and shop floor workers and every manager and
employee had a performance objective based on safety and health. On the part of the
visitors and new persons visiting the company, the company ensured that they undergo an
induction process at the safety check point. Moreover, safety messages were
communicated through the notice board and during induction; and employees had a tool
box talk every morning where they highlighted the likely hazards that can occur during
work.
All this has been in a bid to ensure successful implementation of Occupational Safety and
Health policy. However, the respondents were quick to admit that there is a gap in detail
and substance of the strategy execution.
4.3 Challenges Faced by EAPCC while Implementing the Occupational Health and
Safety Strategy
4.3.1 Resources Challenges
On the resources challenges, the respondents overwhelmingly indicated that there were
no resources challenges that have been indntified or even brought to the attention of the
board and management. The respondents revealed that, the company had adequately
allocted resources required to implement the occupational health and safety strategy; this
includes financial resources, human capital and any other technical enhancement required
to realise a safe work enviroment.
27
Moreover, the respondents revealed that the company is spending Kshs. 210 million to
build a bag house to arrest dust emmisions as a safety hazard.
The above findings are in line with the audit report, 2012 which shows that the company
had provided resources to adequately implement the occupational health safety strategy.
It was established that EAPCC had built a health clinic, provided first aid boxes and an
ambulance that served the workers; and they had been properly maintained and
adequately stocked. The factory clinic was manned by qualified personnel who were
employed by the company. The company had also provided referral hospitals for the
workers e.g. Mater, Aga Khan, Nairobi West, Mariakani and Karen hospitals; and also
provided medical insurance covers to the company’s employees. The company had also
provided its resources in training the employees on safety issues.
However, the respondents stated that, in case of any resources challenge, the line
managers had been empowered to identify safety issues which are costed and integrated
with the other financial programs of the company. They also stated that safety issues
were discussed as an agenda of the Technical Board Committee of the company.
4.3.2 Organization Culture
The respondents stated that organization culture was affecting successful implementation
of occupational health and safety management system in the company. They revealed that
actualisation of safety at individual level affected the drive to run operations under safe
mode.
28
The study found out that, initially, both the management and the general staff were
reluctant to change but through the board's support, the management had started to
embrace it.
The above findings were similar to those of the 2012 audit report which recomended that
EAPCC neeeded to have safety and health awareness through sensitization programmes
to enhance good safety culture. Meaning that the company had not fully embraced the
occupational safety and health policies 'safety culture' in the company.
On how to address the culture challenge in the company, the respondents revealed that
quality review of work done should include an evaluation of whether the safety
parameters were adressed during execution. This would develop control consciousness
and the same should be reviewed at senior level. The respondents also stated that there
was need to use developed safety procedures which are part of the OHSAS certification;
enhanced review of adoption/ use of safety procedures; continued intergration of safety
with operations.
4.3.3 Company Structure
The respondents indicated that the organization structure was affecting the
implementation of the management system. They explained that the positioning of
safety in the company’s structure creates a gap in the company, required to push for
implementation of safety in operations.
29
On whether there were any plans to restructure so as to address the challenge, the
respondents revealed that there were no plans at the moment. They indicated that there
was an interim scale whereby the safety Engineer reported to the Managing director;
and that safety was an agenda in the Board Technical Committee.
4.3.4 Resistance in the Company
The respondents revealed that there was resistance from management at the start but
the safety department had managed to overcome it though not fully. The respondents
further stated that there was competing objectives for the business and safety.
On the measures put in place or that can be put in place to address this challenge, the
respondents revealed that scheduling of the activities must include time required to
execute safety requirements.
4.3.5 Other Factors Affecting the Successful Implementation of the Strategy
The study also sought to establish the other factors that were affecting the
implementation of occupational health and safety strategy in the company. The
respondents stated that timely correction of causes of incidences; repeat observations for
issues of safety risk importance; and lack of effectiveness in monitoring the quality of
strategy execution. Another factor was supervision whereby for instance the quarries are
far away from the main factory; hence difficult to have an effective supervision.
30
4.4. Discussion of Results
The results shows that organization culture and resistance were affecting successful
implementation of occupational health and safety management system in the company.
This is in line with the research study by Simons and Thompson (1998) who found out
that organizational culture affected strategic decision-making process in organizations.
The 7-S model by McKinsey also identifies style/culture and shared values as critical
factors in strategy implementation. According to Pearce and Robinson (2003), culture is a
set of important assumptions (often unstated) that members of an organization share in
common. These shared assumptions (beliefs and values) among members of an
organization set a pattern for activities, opinions and actions within that firm; and they
are central to the life of an organization.
A Research study by Beer and Eisenstat's (2000) shows that insufficient resource
allocation affect the implementation of strategies in organization. However, the research
findings show that EAPCC had adequately allocated resources in the implementation of
the occupational health and safety strategy; the resources included the financial resources,
human capital and other technical enhancements.
The study found out that organization structure was affecting the implementation of the
management system at EAPCC. The findings concur with those of Simons and
Thompson (1998) who revealed that organizational structure affected strategic decision-
making process. McKinsey’s (1982) model also identifies structure as a critical factor in
strategy implementation.
31
However, according to Pearce and Robinson (2003), while structure provides overall
framework for strategy implementation, it is not in itself sufficient to ensure successful
execution, which means other factors are critical.
32
CHAPTER FIVE: SUMMARY, CONCLUSION AND
RECOMMENDATIONS
5.1 Introduction
This chapter presented the summary of key data findings, conclusion drawn from the
findings and recommendation made there-to. The conclusions and recommendations
drawn were focused on addressing the challenges of implementing occupational health
and safety strategies at East Africa Portland Cement Company Limited.
5.2 Summary
The study established that the success of the Occupational Health and Safety strategy in
EAPCC, was rated as good. The strategy development was propely done and shared with
the board and also driven by the OHSAS certification program. EAPCC is OHSAS
18001:2007 certified (Occupational Health and Safety Assessment Series), a mark of
world class standards of safety at the workplace. However, the respondents revealed that
there was a gap in detail and substance of the strategy execution.
On the resources, the study established that there were no challenges in the
implementation of the strategy. The company had adequately allocted resources required
to implement the occupational health and safety strategy which included financial
resources, human capital and other technical enhancement required to realise a safe
enviroment. The respondents revealed that the company had put aside Kshs. 210m to
build a bag house to arrest dust emmisions.
33
On organization culture, the respondents revealed that this was a factor. It was
established that both the management and the general staff initially were reluctant to
change but the management had started to embrace it. The respondents revealed that
quality review of work done should include an evaluation of whether the safety
parameters were adressed during execution and that there was need to use developed
safety procedures which were part of the OHSAS certification; enhanced review of
adoption of safety procedures and continued intergration of safety with operations. The
study also established that there was resistance from management at the start but they had
managed to overcome it with time, though not fully.
Organization structure was also found to affect the implementation of the strategy. The
respondents stated that the positioning of safety in the company’s structure created a
gap in the company, required to push for implementation of safety in operations.
However, the study established that there were no plans put in place to restructure the
organization structure. There was an interim structure whereby the safety Engineer
reported to the Managing Director; while the Board Technical Committee also had an
oversight on the progress of the strategy.
The study established that there were other factors that affected the implementation of
occupational health and safety strategy. These included: lack of timely correction of
causes of incidences; repeat observations for issues of safety risk importance; lack of
effectiveness in monitoring the quality of strategy execution and lack of effective
supervision.
34
5.3 Conclusion
The study concludes that organization culture, structure and resistance were the major
factors affecting the successful implementation of occupational health and safety
strategies at East Africa Portland Cement Company Limited. Organization culture was
initially found to be a challenge in both the management and the general staff; however,
the management had started to embrace the new strategy. On the part of the general staff,
the motivation that enables the employees to pull in one direction was lacking. Thus it
should be encouraged because it determines the potential and force for a significant
change within the organization.
The study also established that the structure of EAPCC was also a challenge in the
implementation of the strategy. Organization structure aids in decision making and
deploys accountabilities so that the organization can achieve its objectives and goals
hence it’s a critical factor in the success of any strategy in the organization. Moreover,
lack of timely correction of causes of incidences, lack of effectiveness in monitoring the
quality of strategy execution and lack of effective supervision also posed a challenge in
the successful implementation of the Occupational Health and Safety strategy.
Implementing strategies requires cooperation and competencies of the organization and
technical and managerial support.
35
5.4 Recommendations
The researcher recommends that the management should encourage teamwork among its
employees since this measure would determine the potential and force of a significant
change within the organization. Moreover, the company should have safety and health
awareness through sensitization programmes to enhance good safety culture.
Organizational culture (information sharing, amenable to change, ownership) and
resistance are crucial factors which determines how quickly or how readily the people
can adapt to the new demands that deployment of strategy may make on them.
Commitment of all the employees can be ensured through clear communication of
strategy and individual role in fulfillment of the same. Organizational culture of trust and
empowerment are bare necessities for effective execution of the strategy through
informed and quick decisions.
The study also recommends on timely and effective communication on the strategy
objectives to all employees and shares the progress. Communication is also a very
important factor as implementation involves many more people working for seemingly
unrelated processes but with the same end goal. Strategy deployment is generally seen as
a function of processes and structures but the fact is that it is as much a function of
voluntary involvement and spirit of the people in the organization. It is this aspect of
strategy deployment that differentiates two companies pursuing similar strategy. Spirit of
the people is something that cannot be imitated by the competitors and is a decisive factor
between success and failure of execution.
36
The management must always emphasize the importance of the strategy throughout the
execution phase and follow up through rigorous reviews, so that the managers know that
they are contributing to an important task. Execution is something which is taken for
granted. More so there is need for the firm to effectively monitor the execution of the
strategy for corrective actions to be taken proactively.
5.5 Limitations of the Study
In the pursuit for information, the researcher encountered a number of challenges. One of
the challenges was the tight schedule of the management staff, directors who were
respondents to the study. This limited the information that was given out.
Another limitation was that, this study relied on primary data from the directors.
However, there was also need to collect data from other staff who could also give their
own views on the challenges of implementing the strategy. For instance, it would be
difficult to solve the challenges of organization culture and resistance without involving
other staff. This would help form a formidable conclusion on the matter under study.
5.6 Suggestion for Future Research
This study relied on primary data from the directors and senior managers. However, the
success of any strategy is dependent on both the management and the general staff.
Therefore, the researcher suggests that a future study should involve the general staff as
the respondents to the study so as to get their opinion on the factors that would enhance
successful implementation of the strategy.
37
REFERENCES
Anassi, P. (2004). Corruption in Africa: The Kenyan Experience. Canada: Trafford
Publishing.
Aosa, E. (1992). An Empirical Investigation of Aspects of Strategy Formulation an
Implementation within large Private Manufacturing Companies in Kenya. Ph.D
Thesis. University of Strathclyde, Glasgow.
Atkinson, H., and Brander B.J. (2001). Rethinking Performance Measures: Assessing
Progress in UK Hotels, International Journal of Contemporary Hospitality
Management, Vol. 13 No.3, pp.128-35.
Baulcomb, J. (2003). Management of Strategy Through Force Field Analysis. Journal of
Nursing Management. Blackwell Publishing Ltd.
Barnat, R. (2005). Tools For Developing Organizational Strategies. LLM., DBA, Ph.D.
(Strat. Mgmt).
Bartlett, C.A., and Goshal, S. (1996). "Release the entrepreneurial hostages from your
corporate hierarchy", Strategy and Leadership. Vol. 24 No.4, pp.36-42.
Beer, M., and Eisenstat, R. (2000). The Silent Killers Of Strategy Implementation And
Learning, Sloan Management Review, Vol. 41 No.4, pp.29-40.
Boomer, L.G. (2007). Strategy Execution and Alignment, Accounting Today, Vol 21
Issue 9, p24, May.
Chebat, J.C. (1999). Introduction: Special Issue On Strategy Implementation And
Assessment Research – Research on Implementation Deserves as much Attention
as Strategy Formulation, Journal of Business Research, Vol. 45 No.2, pp.107-10.
38
Decoene, V., and Bruggeman, W. (2006). Strategic Alignment and Middle-Level
Managers' Motivation in a Balanced Scorecard Setting, International Journal of
Operations and Production Management, Vol. 26 No.4, pp.429-48.
Dyer & Blair Report, (2012). Kenya Cement Industry Brief Overview.
Goold, M. (1991). Strategic Control in the Decentralized Firm, Sloan Management
Review, Vol. 32 No.2, pp.69-81.
Harrison, E. F. and Pelletier, M. A. (1998). "Foundations of Strategic Decision
Effectiveness", Management Decision, Vol. 36 Iss: 3, pp.147 – 159.
Hitt, M. A. and Tyler, B. B. (1991). Strategic Decision Models: Integrating Different
Perspectives. Strat. Mgmt. J., 12: 327–351.
http://www.ilo.org/ilolex/cgi-lex/convde.pl?R171,accessed on 2/10/2013.
Judson, A.S. (1991). Invest in a High-Yield Strategic Plan, Journal of Business Strategy,
Vol. 12 pp.34-9.
Kaplan, R.S., and Norton, D.P. (1992). The Balanced Scorecard – Measures that Drive
Performance, Harvard Business Review, Vol. 70 No.1, pp.71-9.
Kiptugen E.J. (2003). Strategic Responses to a Changing Competitive Environment. The
Case Study of KCB, Unpublished MBA Project, School of Business, University of
Nairobi.
Kothari C.R. (1990). Research Methodology: Methods and Technique. Wishwa
Prakashan, New Delhi.
KNBS Economic Survey, 2009 and 2012.
Kotter J. & Leonard A. (1979). Choosing Strategies for Strategy, What Leaders Really
Do, Harvard Business School Press, April.
39
The Kenya Labour Laws, (2007).
Lingle, John H.; Schiemann, William A. (1994). Magazine Article from Management
Review, Vol. 83, No. 5.
Lynch, R.L. and Cross, K.F. (1995). Measure Up: Yardsticks for Continuous
Improvement, 2nd ed., Blackwell, Oxford.
McKinsey Consulting Company (1982). McKinsey's 7S Model.
Miniace, J.N. and Falter, E. (1996). "Communication: a Key Factor in Strategy
Implementation", Planning Review, Vol. 24 pp.26-30.
Mooraj, S., Oton, D. and Hostettler, D. (1999). "The Balanced Scorecard: a necessary
Good or an Unnecessary Evil?", European Management Journal, Vol. 17 No.5,
pp.481-91.
Ochieng, M. A. (2009). Strategic Planning Problems and Coping Strategies Among
Commercial Banks in Kenya. Unpublished MBA Project, School of Business,
University of Nairobi.
Pearce J. and Robinson B. (2003). Strategic Management-Strategy Formulation and
Implementation, 3rd
Edition. A.I.T.B.S. Publishers.
Pfeffer J, Salancik G (1978). The External Control of Organizations: A Resource
Dependence Perspective. New York: NY. Haper and Row Publishers.
Pearce, J.A. and Robinson, R.B. (2007). Strategic Management: Strategy Formulation
and Implementation. Third Edition, Richard D. Irwin Inc.
Peng, W and Litteljohn, D. (2001). "Organisational Communication and Strategy
Implementation – a Primary Inquiry", International Journal of Contemporary
Hospitality Management, Vol. 13 Iss: 7, pp.360 – 363.
40
Sandelands, L.E. (1994). "The Sense of Society." Journal for the Theory of Social
Behaviour, v. 24(4), pp.1-33.
Schaap I. (2006). Toward strategy Implementation Success: An Empirical Study of the
Role of Senior Level Leaders in Nevada Gaming Industry, UNLC Gaming
Research & Review Journal, Vol 10, Issue 2, p13-17.
Roland H. Simons, Briony M. Thompson, (1998). "Strategic Determinants: the Context
of Managerial Decision Making", Journal of Managerial Psychology, Vol. 13
Iss:1/2, pp.7- 21.
The Constitution of Kenya, (2010).
Wernerfelt, B. (1984). "A Resource-Based View of the Firm". Strategic Management
Journal, Vol.5, pp. 171–180.
Wooldridge, B. and Floyd, S.W. (1990). The Strategy Process, Middle Management
Involvement and Organisational Performance. Strategic Management Journal,
11(3), 231-241.
41
42
APPENDIX II: INTERVIEW GUIDE
Section A: Background information:
1. Gender:
Male Female
2. Position held in the company?
3. How long have you served in that post?
Section B: Factors contributing to strategy Implementation
4. What are the factors contributing to implementation of the occupational health and
safety strategy in the organization?
Section C: Challenges of Strategy Implementation
5. How do you rate the successes of the occupational health and safety strategy in the
organization?
6. What resources challenges are affecting the implementation of occupational health and
safety strategy? If yes state the challenges.
b). What plans have you put in place to alleviate this challenge?
7.a). Does the organization culture affect the implementation of occupational health and
safety management system? If yes how?
43
b). What measures have you put in place to address the culture challenge in the company?
8). In your opinion, does the structure pose any challenge in the implementation of the
management system? If yes how?
b). Do you have any plans of restructuring to address this challenge?
9). Is there any resistance in the implementation of the management system from your
management reviews? If yes explain?
b). What measures have you put in place to address the resistance?
10. In your opinion, what other factors are affecting the successful implementation of the
occupational health and safety strategy in the company?
THANK YOU FOR YOUR TIME
44
APPENDIX III: LIST OF FIRMS IN THE CEMENT INDUSTRY
1. East Africa Portland Cement Company Limited
2. Bamburi Cement Company
3. Mombasa Cement Company
4. Athi-River Mining Company
5. Simba Cement Company
6. Savannah Cement Company
Source: Dyer & Blair Report, (2012).
Top Related